Solutions to improve distributors system of Holcim Vietnam

MINISTRY OF EDUCATION & TRAINING UNIVERSITEÙ LIBRE DE BRUXELLES
HO CHI MINH CITY OPEN UNIVERSITY SOLVAY BUSINESS SCHOOL

MBMM PROGRAM


PHM VN TRÍ




SOLUTIONS TO IMPROVE DISTRIBUTOR’S SYSTEM
OF HOLCIM VIETNAM






FINAL PROJECT
MASTER IN BUSINESS & MARKETING MANAGEMENT

Tutor: Trn Xuân Kiêm, DBA








Ho Chi Minh City
2007



i



WARRANT STATEMENT

This is my original work. Any data result or quote in the work is clearly identified.

Phm Vn Trí




iii

ACKNOWLEDGMENTS

The author wishes to acknowledge to the following people for their support and
assistance during the preparation of this thesis.
Firstly, I would like to express my gratitude to the members of the MMVCFB
program who, during the courses have delivered invaluable experience, knowledge
and assistance. The extensive assistance, guidance, advice and encouragement of my
tutor Mr. Tran Xuan Kiem-DBA throughout the thesis study are sincerely and
gratefully acknowledged. My thanks also go to Ms. Tran and Mr. Serge as program
coordinators, without their assistance; my work would not have been completed on
time or with quality.
Secondly, I would like to say thank you sales team of Holcim Vietnam who have
given me invaluable assistance during my research. Special thanks must go to Mr.
Suhard Amid – Special Project Manager - for his value advices and considerable
assistance. Likewise, thanks are also extended to my customers from their kindly
cooperation to participate in the interview and shared their opinion and perceptions.
Finally, there is an important acknowledgment and gratitude to my family. They
are the foundation of my professional career and my life.


iv


TABLE OF CONTENTS

WARRANT STATEMENT i
ACKNOWLEDGMENTS ii
THE TUTOR EVALUATION ii

TABLE OF CONTENT iv
CHAPTER 1: INTRODUCTION 1
1.1 Background of project 1
1.2 Project objectives 1
1.3 Research methods 2
CHAPTER 2: HOLCIM VIETNAM OVERVIEW 3
1.1 Holcim Vietnam introduction: 3
1.2 Product 4
1.3 Price 4
1.4 Place 4
1.5 Promoting 5
1.6 People 5
1.7 Sales performance of Holcim Vietnam 5
CHAPTER 3: RESEARCH RESULTS 7
1.1 Finding from ODs 7
1.2 Findings from Holcim sales team 14


v


CHAPTER 4: SOLUTIONS & IMLEMENTATION PLAN 15
1.1 SWOT analysis 15
1.2 Strategies suggestion & evaluation of experts 16
1.3 Solution for implementation 16
1.4 Implementation plan 21
1.5 Self evaluation about project 21
EXECUTIVE SUMMARY 22
REFERENCES 26

LIST OF APPENDICES AND ABBREVIATES 27

1

CHAPTER 1
INTRODUCTION

1.1 Background of project
Viet Nam is a developing country with a relatively high annual rate growth for
recent years. Construction industry in Vietnam is growing rapidly to foster the
economic development, and the development of the economy will be greatly
contribution to the growth of construction industry. Vietnam cement demand is
increase incredibly, the growth rate have been more than 20%/year since the last
5 years, and promising for such high rate for the coming years.
Holcim Vietnam has positioned itself as market leader in Vietnam cement
market. In order to build and maintain that position, Holcim Vietnam target to
develop distributors system which mainly deliver over 95% sales volume of
Holcim to the southern market (form Nha Trang to Ca Mau) to be professional
company in term of cement suppliers, services, resources… By studying
”Solutions to improve distributor’s system of Holcim Vietnam” I want to
understand the current situations of OD system and explore the opportunities to
propose solutions to improve it and strategy to develop this system to be
professional one in market.
1.2 Project objectives
̇ To regain and further develop the trust and confidence of the Holcim
Distributor channel
̇ To help our OD to better manage the business and increase it’s
profitability through partnership with Holcim
̇ To create an open and a transparent business relationship to the future

2

1.3 Research methods
̇ Research method: qualitative research - exploratory research on the
relationship between Holcim and its OD including individual dept
interviews (OD) and 02 focus group (Sales team)
̇ The research objective defined as below:
6 To understand key challenges that ODs are facing in their business
including internal challenges and challenges come out due to Holcim policy
6 To explore the opportunities for the Holcim to extend their help to ODs:
what sectors that Holcim needs to provide support and what sectors that Holcim
needs to amend its current support or policy.
6 To gauge the satisfaction of authorized dealers and Holcim in term of what
they are satisfied or unsatisfied, strengths and weaknesses and points to
maintain or area to improve
6 To understand Holcim sales staff in dealing with these authorized dealers
6 To identify potential value propositions
̇ Sample size: 42 ODs is chosen as sample for the research from 58
ODS of Holcim Vietnam (the chosen criteria are distributor attractiveness,
potential evaluation, loyalty assessment and sales performance, SCCC
format is used as a system for choosing sample (Pls. see in the list of
appendices).


3


CHAPTER 2
HOLCIM VIETNAM OVERVIEW

1.1 Holcim Vietnam introduction:
Name: Holcim Vietnam Ltd
Logo:
Address: 2A-4A Ton Duc Thang Street, district 1, HCMC
Telephone: 84 8 8244101
Fax: 84 8 8243569
Website:
www.holcim.com/vn

Holcim (Vietnam) Ltd is a joint-venture company between Holcim Group from
Switzerland, one of the world’s leading cement producer accounts for 65% of the
share and Ha Tien 1 (35%) – a member of VNCC established on 25/02/1994
Holcim is one of the world largest cement group found in 1912 in Switzerland. It has
presented in more than 70 countries with more than 50,000 employees
Ha Tien 1 is a state own company established 40 years ago with strong brand in South
of Vietnam
Total investment of Holcim Vietnam recently reaches USD 500 million with total
capacity 3.5 million tons.
̇ Honchong cement plant located in Kien Giang province with dispatch
capacity of 0.5 million tons/year – commissioned in 1997 to supply for the
Mekong region
̇ Catlai Terminal: District 2, HCMC with dispatch capacity of 1.76
million/years started operation 1998 supply for HCMC, and East.


4

̇ Thivai Grinding Plant: Phu My IP, Ba Ria Vung Tau province with the
first stage capacity of 1.3 million tons/year, first product was launched in

November 2004 will share the workload for Catlai terminal by taking a
part of East region.
1.2 Product
Holcim Vietnam is the first Cement Company has different products for different
application. However, the main product of Holcim is Holcim Top Standard. It takes
87% sales volume every year
Product Portfolio of Holcim Vietnam
Product band Application
1 Holcim Ready Flow Ready mix concrete
2 Holcim Quick Cast Precast concrete product
3 Holcim Extra Durable Concrete exposed to corrosive environment
4 Holcim Mass Pour Mass structure
5 Holcim Solid Road Concrete road, runway
6 Holcim Stable Soil Soft soil stabilization, soil improvement
7 Holcim Top Standard For concrete of small and medium projects
8 Holcim Easy Wall Plastering and rendering
1.3 Price:
The objectives of Holcim Vietnam are becoming the price leader in the market. In
order to achieve the target, Holcim Vietnam has invested in facilities and people to
add value added services to make sure customers receive a high quality product and
good services with best price.
1.4 Place
Holcim Vietnam has two distributions channel which shows in the char below:



5

Distribution channel of Holcim Vietnam

1.5 Promoting
̇ Personal selling: direct marketing approach to contractors, sales call
visit frequency retailer and its customers.
̇ Public relation: sponsor for sport, study, social activities
1.6 People
Sales and marketing department is organized in matrix structure with four section
combined in different regional operating units (ROU) with clear objectives and
authorization. The organization chart as in Figure 1-1 and 1-2
1.7 Sales performance of Holcim Vietnam
Having seven years in business, Holcim Vietnam has developed rapidly. The overall
growth maintain above 12%.
80%
15%
5%
5%
95%
Holcim Vietnam
Direct
sales
Small and medium projects
Large Projects
Distributors
11%
4%
RMC Contractors CPM

Retail


6

Sales performance of Holcim Vietnam





Source: Sales report – Holcim Vietnam 2006
Strengths
̇ Production capacity
̇ Location advantage
̇ Company vision
̇ Product portfolio
̇ Facilities for customer service: labs, web sales, technical support…
̇ Owning of good practices and large networking
Weaknesses
̇ Good sales force but not enough motivation
̇ Customers are not perceived by the value provided by Holcim Vietnam
(product positioning is not quite clear)
Company Vision: As part of one of the world largest cement company, Holcim
Vietnam vision is to provide the foundation for Vietnam society’s future
Company Mission: to be Vietnam most respected and attractive company, creating
values for our stakeholder.
Sales performance of OD: OD system plays a key role in distribution channel of
Holcim Vietnam. It accounts for 95% sales volume of Holcim Vietnam. Currently,
K tons

200
400
1,000
1,600
1,900
2,400
2,630
3,100
2,730
1,250
2,100
-
500
1,000
1,500
2,000
2,500
3,000
3,500
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007


7

OD system includes 58 ODs located in all provinces from Nha Trang to Ca Mau. (See
the distribution channel above)


CHAPTER 3
RESEARCH RESULTS

1.1 Finding from ODs
1.1.1 Business development:
Almost OD concern on two key issues that have been significantly influence
their business plan:
Q'ty of OD say
Key issues of market impact to OD
business
Yes No No concern
Demand growth every year 41 0 0
More brands, more choice to make
money 35 2 5
̇ According to OD, in general, the demand in the construction industry is
growing (but currently restricted by some governmental policies) due to
some following reasons:
̇ High urbanization potential
̇ Higher living standard generates higher need of house construction/
renovation
6 High expectation of more investors coming to Vietnam after we become a
member of WTO like office building, factories, civil projects.


8

̇ Regarding to cement brands, OD has comments that more and more
brands are coming into the market. This is a greater choice for developing
their business, OD has more opportunities to make money and do not need
to depend their business on any specific brand. They recognized their role
in pushing products into the market become more important, so
manufacturers are expected to offer favorable policies to win their

empathy. Whereas, manufacturers will face hasher situation due to higher
and higher competition among brands
1.1.2 Key challengers:
When asking about the challenges ODs are facing with, almost OD concern
about competition among ODs, internal problems such as credit management,
human resource management….
̇ Credit to retailers and contractors are a constant headache:
6 Persisting debt (even bad debt for some) and sometimes in huge sum of
money (at least 1 billion VND). This impacts their cash flow and limits their re-
investment opportunities and decrease significantly the profits (for bad debt).






6 Higher risk with contractors than retailers: most of the time, big debt equals
5-10 billions. Contractors always on the go, so it is quite difficult to catch up
Key challegers ODs are facing
10
30
15
10
40
37
10
0
0
10
20

30
40
50
Q'ty OD


9

with them and unable to follow up tightly in fear of losing opportunities to
recollect the money and ruining the long-term relationship, even in some of the
civil construction projects, contractors don’t fully control their own finance
because they have to wait for sponsorship from government.
̇ The construction industry is temporarily frozen while there are more
distributors doing business in the same territory. Moreover, more and
more new brands come into the market with very good offers in term of
allowances, price, promotion… Thus there is a highly competition among
ODs.
̇ Most of ODs (mainly in provinces) mange their business with family
style, so their business management is not professional and still have a lot
of shortcomings in finance and resource management. For example they
are:
6 Unaware of book keeping is conducted in a manual manner (mostly
handwritten record). So they meet difficulties to track and follow up their
finance and credit record such as missing the deadline of a debt, do not know
exactly how much money they can earn by monthly.




6 Facing with difficulties in human resource management. Their staffs have

unclear job description; a staff can handle different tasks at the same time. This
leads to low productivity, lack of tools to measure performance of staffs and do
not know how to develop their staffs.
Tool to manage accounting system
10
32
0
10
20
30
40
Computer (MS
excel/sotware)
Hard writen
record
Q'ty OD
Tool to manage HR
37
5
0
10
20
30
40
Family style Professional tool
Q'ty OD


10

1.1.3 Relationship and long term commitment:
̇ In general, Holcim still have some values that ODs consider as a
strategic partner.

6 International company: according to them, the most appreciate working with
an international cement manufacturer who has extensive experience globally.
This is a good opportunities to be exposed to a professional working
environment and to learn, apply within their capability to improve their
business effectiveness such as web sales (Online purchase order), workshops/
meeting abroad…
6 Product supplying capacity: Holcim perceived to have high product
supplying capacity, stock shortage rarely experienced.
6 Product’s quality: Holcim is listed amongst the top 3 quality cement brands
(together with Ha Tien 1and2 and Nghi Son)
6 Sales staff: Holcim sales team are considered helpful and outstanding from
competitors
Characteristic HVL sales HT sales NS sales
Devoted/ enthusiastic
X X X X X X X X X
Cheerful
X X X X X X X X X
Good communication skill
X X X X X X X X X
Honesty/ trustful
X X X X X X X X X
Values Ods can see as a stratergic partner
41
40
42
15

10 10
30
38
39
0
5
10
15
20
25
30
35
40
45
Products
Cap
a
ci
t
y
M
u
ltinat
i
on
a
l
Customer orientati
o
n

T
r
ans
p
are
nt
Open
Hel
pful
Sales Staff
Te
c
hnology
Q'ty of OD


11

Fair in relationship among distributors
X X X X X X
Regular market visit
X X X X X X X
In time feedback from concerns and
suggestions
X X X X X
Consult distributors plan to expand their
business/ to gain assign output
X X X X X X X X X
Understand distributors’ business
X X X X X

Good knowledge of cement
X X X X X X X
6 Brand building activities: in comparing with other competitors, Holcim have
a lot of event to build its image in the market like mason festival, Boat racing
festival, charity program…
̇ However, some years ago, the relationship between ODs and Holcim is
generally not as good as it before. There are some major concerns to
impact directly:
6 Price policy: The pricing policy of Holcim raises a lot of concerns among
ODs across cities/ provinces. The key issue of this concern is unstable pricing
structure of Holcim. It reflected significantly in:
- Continuous increase in price while other cement keeps price unchanged
- Big gap between the previous price and the new increased price
- Price change not informed to ODs in advanced
- ODs do not have enough time to adjust their strategy
6 Sales’ authority: Holcim sales are not sufficiently empowered with authority
to make decision. So they have to wait for management’s approval. Moreover,
complaint solving process of Holcim quite slow due to too complicated
feedback process from sales rep to top managers. Thus OD disappoint to unfair
attitudes of Holcim toward their concern or complaint.
6 Instable policy demotivates ODs for a long-term commitment: managing
board keeps changing, each new managing director have his own policy. Thus


12

ODs fell unpleasant when cooperating with Holcim; they really do not know to
be terminated
6 Promotion program/customer support program: Holcim did not get ODs
involved into process of rolling out promotion. OD fell passive in term of

selling plan, resource assignment, and implementation.
6 Credit policy: Holcim should consider credit policy and make sure that
policy rolled – out to be fair with all ODs.
6 Territory assignment for retailers should be maintain but should be more
flexible for contractors
1.1.4 Sales and distribution:
There are two things Holcim need support ODs to develop sales and distribution
system in their market.
̇ Their sales team does have enough capabilities to manage the business
like manage retailers and contractors, follow up orders, credit of
customer, time management. So training support from Holcim is quite
important.
̇ To increase Holcim sales volume in the market, Holcim should support
them more salesman. This team will support OD to mange Holcim
customer, to find down new customers; and represent for OD and Holcim
in the market assigned in term of sales and distribution.
1.1.5 Brand and product management
̇ Selling many brands:
currently, almost ODs
sell four to five cement
brands. As they
concerned in 1.1.1.1 part,
1
2
15
11
2
1
4
9

Avg.=5
0
2
4
6
8
10
12
14
16
1234567> 8
Q'ty of bra nd
Q'ty of OD


13

OD can make much money when selling many brands. Moreover, their
role increased significantly when cooperating with many cement
suppliers.









̇ Selling one brand, besides there is an appreciation such as bring them

greater favorable support from manufacturers e.g. credit term and limit is
extended, store decoration, ODs think that they certainly meet some
problems:
6 High risk of going bankrupt: If their partner manufacturer encounters
business crisis, they will get stuck too as they don’t have any back-up brand to
sell. Moreover, it’s is a fear of being terminated in case that they have any
unavoidable conflicts with manufacturer
6 Limited business scope: If their customers support their exclusive brand,
they will lose their business to others (not only cement but other construction
The negat ives wit h 01 brands
30
26
4
25
1
40
1
38
42
0
5
10
15
20
25
30
35
40
45
V o lu m e P r ic in g L o g is t ic s M a r g in s C r e d it / F in a n c e

management
Limit business sc ope M ar keting suppor t High risk of going
bankr up
Limit r elat ionship w ith
o t h e r c e m e n t s u p llie r s
Positives with many brands
40
38
20
42
20
35
34
42
0
5
10
15
20
25
30
35
40
45
Volume
Logistics
Credit /
Finance
management
Marketing

support
Q'ty of OD


14

material as well). Toward Holcim products, they are willing to choose Holcim
as the largest proportion of their business turnover in comparing with others
6 Limited relationship with other manufacturers: for ODs, when they go with
exclusive brand, they will have low opportunities to be updated with market
information; higher risk of losing their competitiveness; less flexible in
responding to market changes (i.e. historically, each period of time witness one
strong brand and they don’t want to be missed out of the game)
1.2 Findings from Holcim sales team:
1.2.1 One brand or many brands:
In general, Holcim sales team considers “one brand distribution” a good concept,
however, not appropriate at the current time with similar perceived
disadvantages as mentioned by ODs. In addition, from their own perspective
Holcim has yet to be the strongest brand to assure ODs of its competitiveness
over other brands (which directly influence their turnover as well as share on the
market).
1.2.2. Relationship and commitments – key challenges:
̇ Holcim sales staffs currently encounter quite many challenges. The
most irritated concern from Holcim sales staff is that they have not been
empowered enough to be more proactive in job. They are unable to make
decision in the managed territory, don’t have a budget to be proactive in
dealing with market changes and unable to provide timely feedback on
concerns (as mentioned above, they have to wait for instruction or
decision from higher managers)
̇ Like ODs, unstable and unclear policy and unstable price also causes

lots of obstacles to them such as pushing sales volume to OD, sales
performance…


15

̇ There are some concerns on the content of the employee care and
benefit policy like no award scheme for big sales volume Not well
equipped with market analysis skill, customer psychology skill and
negotiation skill.


CHAPTER 4
SOLUTIONS AND IMLEMENTATION PLAN
1.1 SWOT analysis:
STRENGTHS OPPORTUNITIES
S1. The biggest supply capacity
S2.Location advantage
S3. Vision of management
S4. Facilities for customer services
S5. Networking of Holcim global
S6. Stable quality product and supply

O1. The demand in the construction
industry is growing, more investors
coming to Vietnam after we become a
member of WTO
O2. Higher living standard generates
higher need of house construction/
renovation

O3. OD: Customer system
availability
O4. OD: Location advantage
(customer system: retailer,
contractor, project…)
05. OD: Good relationship with local
government, contractors and project.
WEAKNESSES THREATS
W1. The belief of OD on Holcim
reduced vs. last years.
W2. Slow feed back to market (slow
decision making)
W3. Not enough motivation for
employees’ loyalty
W4. Sales team have not been
empowered enough to be more
proactive in job
T1. More competitors coming to
market with good offers to OD in term
of price, payment term, credit, logistic
åOD have more choice to make
money
T2. Business environment nowadays is
more difficulty with competition law,
bankrupt law…
T3. OD staffs are not well trained


16

W5. Unstable and unclear policy
W5. Territory management still is a big
problem

T4. OD lack of information about
cement market å slow action with the
change of the market
T5. CRM of OD is still a strange
concept
T6. OD manage their business by
family style
T7. OD’s management capacity is
overload due to the fast growth of
cement business and market.
1.2 Strategies suggestion and evaluation of experts (author and Sales and
Marketing team):
Strategies Evaluation (max 10 pts)
S1, S5, W1, W5, T1 åST1. Long-term service
agreement
9
S1, S5, W2, W3, W4 åST2.Sales Staff Empowerment
and Resource Development
8
S5, W5, T5, T3 åST3. Distribution sales
representative (DSR) workforce and effective market
focus
9
S5, O2, T1, T2 åST4. Develop new business expertise
model for OD
4

S3, S4, S5, T4, T5, T6, T7 åST5. Holcim consultancy
unit, training and development for key business
expertise
9
Basing on above evaluation, there are four strategies we need to implement to
improve OD system of Holcim Vietnam: ST1, ST2, ST3, ST5
1.3 Solution for implementation:
1.3.1 Long term service agreement: to gain the trust and belief of OD toward
Holcim, beside the 01 year contract as usual we sign a long-term agreement with
05 year period and 03 year service agreement.
Currently Suggestion
̇ 01 year sales
contract
including
̇ 01 year sales contract including incentive and rebate
structure based on performance of OD. This will be
reviewed annually


17

incentive and
rebate structure
based on
performance of
OD. This will be
reviewed
annually

̇ 05 year cooperation agreement including investments of

Holcim and OD to develop OD to be professionalism
cement supplier in their market such as Market
Developments, Distributor Infrastructure Development,
Specialized Training and Development, and Mutually
agreed Business Development activates.
̇ O3 years service agreement to be reviewed annually
such as Marketing Operations activities, Retailer
Investments, Contractor Promotions, Work Shops, All
Other Tactical Promotions.
1.3.2 Sales Staff Empowerment and Resource Development.
1.3.2.1 Regional budget: giving budget for each region and giving sales team
the right to decide what marketing activities they want to invest to their region.
However, all marketing activities should be approved by upper line manager and
complied with objectives of the project (see the attached bellows)












1.3.2.2 Market Intelligence and Information Management: business
information is quite important to OD, some information like market share,
market growth, new project, customer, cement suppliers, cement demand… is
Sales and

Marketing
Budget
MKS
Regional
Budget
MKN
Regional
Budget
East
Regional
Budget
HCMC
Regional
Budget
Marketing
Operations
Plan
Provincial
Territory
Plan
Provincial
Territory
Plan
Provincial
Territory
Plan
Provincial
Territory
Plan
ASE

Budget
ASE
Territory
Plan
ASE
Territory
Plan
ASE
Territory
Plan
ASE
Territory
Plan
Marketing
Branding
Guide lines
ASE
Budget
ASE
Budget
ASE
Budget
6 Drive Ownership Bottom up/
Empower Field staff
6 Activities recommended to be
app
r
oved

at

M
o
n
t
hl
y
r
ev
i
ew



18

really necessary for OD to have right decision in business. Thus by monthly,
quarterly market intelligence department of Holcim will share above information
to them. Moreover, Holcim suggests solutions and tactical promotion to help OD
have more choice to react with market with many changes, attractive program of
competitors.
1.3.2.3 Distributor Involvement in Activity Planning:
̇ Holcim get OD involved in planning marketing activities by giving
them the opportunity to contribute their ideas that Holcim can win in their
market.
̇ OD also attend monthly, quarterly, yearly meeting with Holcim.
Together with Holcim, they can evaluate all activities Holcim have done
in their market and solutions or action log for improvement.
1.3.2.4 Succession Planning: to make sure the business of OD develop
sustainable, Holcim has an inter-ship program to support OD’s daughters or sons
or relatives who want to help OD to continue maintain their business after

retirement. This is an on job training program, OD’s daughter/son they can learn
directly practical experience from cement business of Holcim in some main
fields such as sales and marketing, finance, HR…
1.3.3 Holcim consultancy unit, training and development for key business
expertise:
1.3.3.1 Training and development:
̇ Training need analysis: work with OD to find down the gap they need
to improve through training in some main fields such as human resource,
finance, logistic….
̇ Training: prioritize all training needs, schedule training plan and
conduct the training with internal trainer and outsource trainer.


19

1.3.3.2 Holcim Consultancy Unit: a Holcim connect team is established as a
bridge connecting Holcim and OD. The responsibility of this team is to do the
gap analysis of OD so that team can suggest consultancy model and find down
suitable consultant for them.







1.3.4 DSR Work force and Effective Market Focus
1.3.4.1 DSR works force
As the results of research, OD can not be exclusive to Holcim or any other
cement supplier in the market. We have to provide our customers what they want

in order to compete and earn more margins. To better control customer system of
OD and to develop Holcim share in retail shop, Holcim will establish a Holcim
sales unit (including 01 retail sales, 01 technical sales).
This unit belongs to OD, is controlled by ASE of Holcim, is well trained sales
and technical skills and a part of their salary is be paid by Holcim (50%).
Regarding to their tasks, they are responsible for managing retailer and
contractor in the market assigned, pushing Holcim sales volume to retailer and
contractor segment, and implementing merchandizing at retail shop. Moreover,
they have to monthly report to ASE about market, competitor by using template
set.


MKS
Connect
Driver
Marketing
Operation
Connect
Team

East
Connect
Driver
MKN
Connect
Driver
HCMC
Connect
Driver
Activity

Calendar
Organization chart of Holcim Connect Team


20















1.3.4.2 Retail Market investments: Aiming to “getting closer to retailers”,
Holcim set system with standards to classify retailer system. The objectives of
doing this are:
̇ To better control retailer system of OD
̇ Basing on results of classification, Holcim sales staffs and Holcim
sales unit of OD know well what retailers they pay much attention in term
of frequency of sales visit, pushing Holcim sales and having a special
customer care for these retailers
̇ When Holcim or OD launch promotion program, they will focus on
what retailers really to impact to the promotion.

̇ This system can help OD to better control credit of retailer and to have
effective credit policy for each retailers.

Marketing
Operations Plan
Merchandiser
Accountant
Territory Plan
Customer management
Accountable
Responsible
The Holcim Unit
ASE
Distributor’s Sales
Representative
Regional
Superintendent
Distributor
Market assigned
Logistic